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You are both open and receptive to feedback. You actively encourage others to critique their approach. You show a high desire for feedback on their performance.

ADVICE TO YOUR FEEDBACK GIVER

You will need to make sure that a feedback session with this individual allows time for two-way dialogue, plenty of exploration and translating thoughts into action. To ensure that this individual’s need for feedback is met, plan for sessions at regular intervals. Be aware that behind the “perfect learner” exterior, the Sponge may be seeking reassurance to boost an underlying lack of confidence.

RISK

Your constant desire for feedback may devalue important messages.

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You appear open to feedback but you will not pick up on messages, either positive or negative, unless they are given loudly and clearly.

ADVICE TO YOUR FEEDBACK GIVER

This individual has a tendency to minimize negative messages so it is important that you check and recheck that your message has been heard. You may need to give the same message a number of times and in different ways.

RISK

Subtle feedback will not be picked up on

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You have a tendency to focus on negative feedback, magnify it and overly worry that it may lead to disaster – you see a small personal flaw as being the end of the world.

ADVICE TO YOUR FEEDBACK-GIVER

To get the best out of a discussion you will need to help this individual put the feedback into perspective and look for ways that they can build on their strengths to overcome their weaknesses. You could help them check their perspective by asking questions like “what’s the worst thing that could happen?” and “Is this always the case or only in specific situations?”

RISK

You will only hear the bad, not the good messages.

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You are highly sensitive to criticism and you are concerned that negative feedback is linked to personal failure.

ADVICE TO YOUR FEEDBACK GIVER

You will need to give developmental messages using careful diplomatic language and cushion them with appreciation of other strengths and positive messages. This individual needs to feel safe, appreciated and valued before they will be able to learn and grow from developmental feedback. Don't over-react to a teacup’s tears as they are part of this individual’s self-expression and are usually useful – although be wary if they are used to deflect the feedback!

RISK

You may be crushed and overwhelmed

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You seem to be accepting the feedback and you are, to a certain extent, but you are also good at giving the impression of listening without truly doing so.

ADVICE TO YOUR FEEDBACK GIVER

In a feedback session, you will need to frequently ask this individual to reflect back what they have heard, e.g. “what do you see the most significant points of what we have discussed being?” At the end, ask them to take away specific actions. In the longer term you will need to give practical support and encouragement to ensure that this individual takes the action that they willingly agreed to take.

RISK

You will look willing but do nothing

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You find  it difficult to see feedback as anything other than ammunition.

ADVICE TO YOUR FEEDBACK GIVER

When you wish to give them feedback they will feel under attack, be defensive and challenge what you say.

You will need to address this defensiveness before giving the feedback and this may mean letting the individual know that they seem defensive, asking them why and persuading them to explore this with you. You can make it easier for them by letting them know that it is ok for them to challenge, as long as they are willing to be open minded.

RISK

You won't listen and the relationship will be damaged

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You've heard it all before. You know what your strengths, weaknesses, development areas, favourite competencies and skills are. The trouble with you is that you see no reason why you should change yourself  – improve your weaknesses or build on your strengths.

ADVICE TO YOUR FEEDBACK GIVER

As this individual is already self-aware and can predict the development feedback that you are going to give them, you will need to explore why they have continued receiving the same messages. You may motivate the individual by helping them see how it is within their control to make changes. An appreciative approach will help them visualize their future career and focus on developing in areas that are critical to success.

RISK

Your  lack of motivation to act will be an obstacle to your  success